Explains the four dimensions of effective leadership for leaders in the public sphere
There is a wealth of advice available for corporate leaders, but little in the way of leadership guidance for those in government agencies. Leading Forward fills that gap by providing a development framework and assessment tool based on the four dimensions of effective leadership - empowerment, fairness, leaders, and supervisors. These four dimensions are critical competencies that leaders must develop in order to succeed now and in the future. Based on years of working with agency leaders at all levels of government and the latest assessment data from the Office of Personnel Management, this practical resource includes a review of the current core leadership competencies and a detailed look at the gaps between actual and expected execution.
Offers unique and uncommon leadership guidance for those in the public sector
Includes examples, exercises, techniques, and case studies, as well as interviews with past and current leaders
Ideal for government agency executives and students in leadership and professional development programs
Leading effectively in a government agency is different than leading in the private sphere. Leading Forward offers a practical and effective framework for developing great leaders for the public good.
Tim A. Flanagan is owner and lead consultant at Custom Leadership Solutions. He is a program leader and instructor with the U.S. Office of Personnel Management&x2019;s Western Management Development Center and a visiting instructor at the Crummer Business School, Rollins College. Tim is the coauthor of the acclaimed &x201C;Conflict Competent&x201D; book series, including the second edition of Becoming a Conflict Competent Leader (2013).
John S. Lybarger is a nationally known organizational development consultant and executive coach with Lybarger & Associates, Inc. He serves public and private sector clients as a consultant, program director, curriculum designer, facilitator, and executive coach.
It is critically important to us, as authors, that we present our findings and our suggestions in easily understandable ways. Many leadership development models are so complex that leaders aren't able to digest their guidance. To combat this trend, in this book we've provided dozens of real examples from agency leaders, a sprinkling of personal stories, analogies from movies and books, and illustrations of exemplary leadership from historic figures. We hope you find the reading not only educational, but engaging and thought provoking as well.
Our intent is to provide a thorough yet easy-to-grasp explanation of our model. Then, after reading the first five chapters, we provide you with a comprehensive tool kit that enables you to quickly assess your strengths and development opportunities and begin to build a plan for improvement.
This prologue is designed with the following old adage for speakers in mind: First, tell them what you're going to tell them; tell them; then, tell them what you told them. Over the next ten pages or so, we offer you a thorough, yet concise overview of the entire book. The main body of the book, Chapters One through Five, provides the "telling." Here we'll describe our premise in depth. Finally, in Chapter Six and beyond, we won't exactly "tell you what we told you," but instead offer you options for developing your future as a public service leader.
We've had the opportunity to work with hundreds of public agency leaders over many years. We hope the inspiration we've felt is adequately reflected in the pages that follow.
In Chapter One, Introduction , we review the foundation and basis of our work. We begin by presenting four themes that are impacting leadership development in federal agencies: (1) federal employees are experiencing assessment fatigue; (2) leadership competency models are often composed of so many competencies that it's not practical or feasible to expect a leader to remember them; (3) shorter assessments are becoming more widely used and accepted; and (4) Generation Flux (GenFlux) - pioneers of the new and chaotic frontier of business.
Additionally, we have uncovered five independent factors that influenced the creation of our Four Leadership Meta-Competencies model and our Public Service Leadership Assessment to measure them. Using stories from our interviews, we illustrate the key concepts embedded in each of these five factors. The first factor includes the four themes just listed as impacting leadership development. Second are the findings from conducting interviews with thirty executives from twelve federal agencies and the intelligence community. Third, we present the collective perceptions we gathered with the Public Service Leadership Survey from 233 federal workers representing twenty-four agencies and the intelligence community. Fourth, we highlight three research sources: (1) The Best Places to Work in Federal Government 2011 Rankings completed by the Partnership for Public Service and the U.S. Office of Personnel Management (Partnership for Public Service, 2011), (2) Gallup's extensive research on leadership and employee engagement (Gallup, 2012), and (3) the Senior Executive Service Core Qualifications (ECQs) and Leadership Competency Model developed by the U.S. Office of Personnel Management. Fifth, we share our reflections on our observations gleaned from our combined twenty-five years' experience providing executive coaching, organization development consulting, and leadership development to the federal workforce. We have summarized these four themes and five independent variables in detail in the Appendix for those who are interested in our research and conclusions.
We begin Chapter Two, Agile Learning Capability , by breaking down the three words in our first meta